Module 2 Notes: Scope Management and WBS

Module Agenda

• From previous module
• Project management process groups
• Scope management
• Scope baseline: scope statement, work breakdown structure (WBS) and WBS dictionary
• Homework and evaluations

PMBOK Knowledge Areas (10)

• Integration: Includes the processes and activities to identify, define, combine, unify, and coordinate the various project management processes.
• Scope: Includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully.
• Schedule: Includes the processes required to manage the timely completion of the project.
• Cost: Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs to complete the project within the approved budget.
• Quality: Includes the processes for incorporating the org. quality policy regarding planning, managing, & controlling project and product quality requirements, to meet stakeholders' expectations.
• Resource: Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.
• Communications: Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, and ultimate disposition of project information.
• Risk: Includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.
• Procurement: Includes the processes to purchase or acquire products, services, or results needed from outside the project team.
• Stakeholder: Identify stakeholders, analyze their expectations, their impact on the project and develop effective engagement strategies.

PMBOK Process Groups and Project Lifecycle

• The project management process groups relate to the project life cycle and the knowledge areas.
• Level of overlap between groups; the lifecycle informs how processes are applied.

Overlapping Project Management Process Groups

• Planning processes are performed to nearly the end of the project.
• Monitoring and Controlling processes are performed throughout the entire project duration.

Scope Management (Knowledge Area 5)

• Definition: Scope management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
• Focus: Managing project scope is primarily concerned with defining and controlling what is and is not included in the project.
• IMPORTANT: We generally need to define scope before we can estimate costs and develop a budget in cost management.

Cost Management and the Role of Scope Baseline

• PMBOK 6 - PROJECT COST MANAGEMENT: Project scope is a key input into cost management.
• The project management plan, which is an input to all the cost processes, includes all the other knowledge area plans, but most importantly, the scope baseline.
• The project management plan is an important overarching document for cost processes.

Components of the Project Management Plan

• Scope Management Plan
• Requirements Management Plan
• Schedule Management Plan
• Cost Management Plan
• Quality Management Plan
• Resource Management Plan
• Communications Management Plan
• Risk Management Plan
• Procurement Management Plan
• Stakeholder Engagement Plan
• Scope Baseline
• Schedule Baseline
• Cost Baseline
• Change Management Plan
• Configuration Management Plan
• Performance Measurement Baseline
• Project Life Cycle Description
• Development Approach

Scope Baseline

• Definition: The approved version of a (1) scope statement, (2) work breakdown structure (WBS), and (3) its associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results.
• Components: Scope Statement, WBS, WBS Dictionary
• These three components form the baseline used to compare planned vs. actual project performance.

Scope Baseline – 1. Scope Statement (SOW)

• Provides an overview of the project and generally includes:
  • Key objectives of the project
  • Expected outcomes of the project
  • An abbreviated description of the scope (the work to be completed) in the project
  • An introduction
  • Background of the project
  • An introductory technical description of the project
  • A high-level timeline (an estimated duration)
• Major milestones

Scope Baseline – 2. Work Breakdown Structure (WBS)

• WBS is a hierarchical outline (map) that identifies the products and work elements involved in a project.
• Defines the relationship of the final deliverable (the project) to its sub-deliverables, and in turn, their relationships to work packages.
• Best suited for projects that have tangible outcomes rather than process-oriented projects.

WBS Levels and Structure

• Project Level (Level 1)
• Major Deliverable Level (Level 2)
• Sub Deliverable Level (Level 3)
• Lowest Sub Deliverable Level / Work Packages (Level 4)
• Work Packages (WP): lowest level deliverable; trackable; one owner; a miniature project; includes milestones; describe the "what" (deliverable) while Activities describe the "how".

WBS vs Activities

• Work packages describe the deliverables and are written as NOUNS.
• Activities describe the work to produce the deliverables and are written as VERBS.
• WP must contain activities; activities reside inside a WP.
• Activities describe the resources, duration, and cost required to complete the work.
• Activities are not typically shown as boxes in a WBS diagram; they are detailed underneath the WP if shown.

The 100% Rule

• The combination of the boxes on each level represents 100% of the parent package.
• Example: $5{,}000 + 2{,}000 + 2{,}000 = 9{,}000$
• Another example: $25{,}000 + 61{,}000 = 86{,}000$
• These illustrate how child components sum to the parent budget/level total.

WBS Codes

• The project deliverable has the WBS code $1.0$ for the overall project.
• Major deliverables: $1.2, 1.3, 1.4$
• Sub-deliverables (blue) are supporting deliverables (like a folder within a folder).
• We are only finished decomposing major deliverable $1.2$ of this WBS; the lowest level deliverables (green) are called work packages.
• Figure: A partial WBS without project names to focus on WBS codes.

Hierarchical vs Non-Hierarchical WBS

• Hierarchical WBS is easier to visualize.
• A non-hierarchical WBS is generally more difficult to visualize.

Creating a Hierarchical WBS in MS Project

• Enter the WBS elements into the Task Name column in a new .mpp file.
• Use indents to emulate a hierarchy.
• Do NOT enter the WBS codes; MS Project will create the codes based on order and indentation of items.

Sample WBS in MS Project (MS Project Notes)

• Control the levels of the WBS by using the indent and outdent buttons.
• Summary tasks are shown in bold; Detailed tasks show as a bar only if they have a duration.
• They represent an activity.
• We enter durations for detailed tasks; summary task durations are calculated automatically.
• Typically, there are multiple activities in a WP.
• Activities (detailed tasks) are placed below a WP (summary task) and are indented.
• A WP is a special deliverable; it is the lowest level deliverable in any branch of the WBS.

Common WBS Error

• Activities were placed outside of a work package (i.e., directly under a sub-deliverable).
• Important: Activities can reside ONLY within a work package.

WBS Dictionary

• The WBS dictionary provides detailed descriptions for each element within a project WBS.
• Shown here in table format.

WBS Dictionary – Example (Entries)

• Work Package ID: 1.4.1.1

• Work Package Name: Designed User Screen

• Work Package Description/Statement of Work: Using the customer's User Screen Specification, a new top-level layout design is to be created. A non-functioning layout demonstrator will be prepared to collect feedback; a fully functional prototype will be created for client review and approval.

• Acceptance Criteria

• Deliverables

• Duration

• Cost

• Due Date

• Dependencies

• Approvers

• Assigned To: Dave Litten

• Date Assigned: 7/30/09

• Estimated Cost: $3{,}800.00$

• Group/Dept: IT Systems

• Date Due: 15/9/09

• Account Code: CHD/1/4/33

• Resources Assigned

• Assumptions

• Example: 1.1.2 System Requirements Document – System Analyst, Tier 1 Engineering Team; System requirements document will detail project requirements from a technical perspective; Signoff from key stakeholders and responsible departments; SR Doc; Duration: $4 ext{ weeks}$; 2 FTP; Due: 6/29

Homework and Evaluations

• Readings for Module 3 as listed in Course Overview
• Complete the learning activities in Module 2 in FOL (including Module 2 Tutorial).
• Quiz 1 – see details in FOL
• Individual presentation – must be presented before week of Module 14
  • In-person class: sign up to present during an upcoming class
  • Online class: get familiar with the use of Virtual Classroom/Bongo

References

• Kerzner, Harold (2017). Project Management, Twelfth Edition.
• Larson, Eric W., Gray, Clifford F. (2018). Project Management, The Managerial Process (Seventh Edition).
• Project Management Institute (2017). A Guide to the Project Management Body of Knowledge (Sixth Edition).
• Project Management Institute (2021). A Guide to the Project Management Body of Knowledge (Seventh Edition).